Mr. Nash Ethical Theory

Desperate Air Assignment
What Would You Do If You Were In Mr. Nash 's Situation

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Mr. Nash from DAC faces some though ethical decisions same as CEO from Seglin article “How to Make Tough Ethical Calls”. If I was in Mr. Nash’s shoes I would disclose the information about biohazards and radioactive waste to Fledging industries as I considered couple of ethical theories: RDCAR, consequentialist theory, some of the categorical imperative statements and New York Times theory.
The problem is that both Mr. Nash and CEO from Seglin article want to protect their companies, their employees, their shareholders and their own income. In the case of RDCAR, first phase is recognition - raising ethical awareness
Nash, same as lives of passengers haven’t crossed the mind of the CEO. He hasn’t thought about elders getting possible diseases and illnesses from hazardous materials at the property, as well as anyone else who spends time with them as well as workers of the new retirement home. If we look at the bigger picture what is the best for the society we have to look at Consequentialist Theory. Authors Trevino and Nelson of the textbook “Managing Business Ethics”, would say that Mr. Nash didn’t choose ethically correct decision based on consequentialist theory. The book states “the best ethical decision is the one that yields the greatest net benefits for society, and the worst decision is the one that yields the greatest net harm for society”. DAC might not get in trouble because most likely information about hazardous materials will not leak to Fledgling industries or the press, same as in the article “How to Make Tough Ethical Calls” by Jeffrey Seglin, the word about failed engine parts might not reach the press. If Fledgling finds out after the sale, there is a possibility of a lawsuit where DAC can definitely loose and unethical managers will definitely bring this firm to
Nash is proud by his actions of closing the sale and not disclosing information about the property. In the “Action” phase of RDCAR, organization is supposed to recognize ethical achievements and negative unethical behaviors. Both Mr. Nash and CEO from the article “How to Make Tough Ethical Calls” made correct decision by business law but not ethically correct decision for the greater good. Mr. Nash might have asked himself some of the six questions that Michael Rion says in his book, The Responsible Manager: Practical Strategies for Ethical Decision Making also mentioned in the Seglin’s article: Why is this bothering me? Who else matters? Am I being true to myself? Mr. Nash knows that this wasn’t a correct decision since he was bothered by it and also consulted his wife and prayed. The questions also include “What do others think” which is also referred in Treveno/Nelson textbook what would readers of New York Times think. They wouldn’t agree with Mr. Nash’s decision in my opinion. As in the final phase of RDCAR, “Reflection” readers of New York Times would think that it seems as a lot of managers and CEOs would make a good decision for their company and employees which is based on short term profits, but rarely correct ethical decision while considering everyone else that might be influenced. This is why I would disclose the information about dangerous materials if I was in Mr. Nash’s situation. I couldn’t live with the fact that I was putting in